In a time of fast global changes companies and organizations have to assert themselves at an international market with fierce competition.
Prevalently increasing expectations with respect to quality and performance go hand in hand with falling prices for the provided services.

The market requires of your company / organization

• a maximum of quality
• flexibility
• promptness
• productive efficiency, competitiveness and reliability considering future development.

The complex dynamics, processes and effects in the areas of economy, social life, culture and ecology what is generally described with the term "globalization", has to be kept in view by all organizations and companies on different levels in order to persist on the market.

In the future the strategy of a company can only be successful when changes of the above mentioned areas are traced precociously and are integrated into the production (development) before they have become real effects on the market.

What is significant for the company and its external relations is as well of significance for its structure and staff.

Here, the active management of processes instead of taking reactive measures will be the decisive factor for a successful future oriented company policy.

Clear goal definitions provided by the management are targeted to use the competencies and the professional skills of the staff as the company's most important resource and involve this as an active element of productivity into the process development. The core element of this mutual relationships and feedback processes which determines the organizational structure is communication:
The structure should serve the needs of the staff in order to enable it in realizing the objectives and targets but should not end in itself.

In companies and organizations 50% to 80 % of decided measures primarily fail due to a lack of consideration of the staff's objections in the run up to the changes. Later this is manifested in more or less unconscious and latent resistance.

The same reasons are decisive why in 70% mergers do not achieve the expected synergies or even the two merged companies hinder each other.
In such situations instruments are required that will aquire the staff without great efforts to accept the changes and contribute to the development.

To accomplish this tasks successfully offers support in the fields of

• human resource development and -qualification
• development of strategies and alternatives
• change-management
• organizational culture

According to your needs and specific situation we plan and develop in co-operation with you the targets and the strategy of the consulting process.

Teambuilding and Selection

In the first line the management is responsible for the selection of personnel.

In 95% of the cases exclusively the technical and professional skills of the applicant are decisive and in only 5% the social and communicative competencies are taken into account. A calamitous constellation considering the needs of teamwork.
Contrariwise it is reported that in 96% personal skills and manners are responsible for the truncation of work placements abroad and may even cause the failure of projects.

offers

• your staff training to champion the challenges
• diagnosis tools that will give
• new important ideas and impulses to your department- or teamleaders for process promoting interventions

¹see: International Sources & Selection Practices Survey; NFTC 1995